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Creating Public Trust

An Organisational Perspective


Barbara Kozuch and Zbyslaw Dobrowolski

The aim of this book is to outline an organisational perspective in exploring public trust. A public management model, adopted for ongoing considerations, covers both changes in public organisations themselves, namely in their internal environment, as well as changes spurred by dynamic shifts in the external environment, such as the management system as a whole. The study attempts to demonstrate that efficient functioning of public organisations has a significant impact on shaping relationships based on trust within and between organisations. It also presents the concepts of corruption, fraud and trust. The research completed with regard to the organisational perspective of creating public trust is a contribution to the advancement of organisational theory.
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I. Organizational Challenges of Creating Public Trust


10. Adjusting Public Organisations to Trust-based Management

Central for the public model management based on collaboration and trust is simultaneous occurrence of an organization’s ability; understood as properly operating systems and procedures as well as appropriate managerial competencies that enable attainment of a high level of organizational efficiency, and trustworthy behaviours, chiefly benevolence and integrity.

In the theory of public organizations1 it is markedly stressed that trust and collaboration are predominant types of social relations for these organizations. Currently in many countries collaboration between local government bodies and non-government organizations, and also with private companies may be regarded as the most developmental. This requires aligning to contemporary challenges through incorporating orientation towards trust-based inter-organizational collaboration into management of public organisations units. This process comprises transformations in offices and crafting cutting-edge relations with stakeholders, including civic organizations.

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